ABSTRACT
The chapters in Part A and Part B treat logistics and operations management as the management system in the enterprise that focuses in
particular on expected delivery – on goals such as customer service ratio, delivery reliability, and short lead times. There is no other management system within the company that focuses to this extent on these objectives.
Thus, logistics and operations management is a task oriented to company performance. In order to achieve the objectives, not only do the persons involved have to be in command of appropriate methods, techniques, and tools, but also the corresponding way of thinking has to be successfully anchored in all of the management systems along the entire value-adding chain. For logistics and operations management as supply chain management, it is particularly important that this way of thinking is also anchored across companies, in the whole supply chain. Integral logistics management monitors value-adding over the entire product life cycle, but considers just as much the impact on the various stakeholders, especially the business partners.
